Supplier diversity: A missing link in human resource development

Greer, Bertie M.; Maltbia, Terrence; Scott, Chaunda L.

doi:10.1002/hrdq.1177

Cited by 14 publications

(7 citation statements)

References 9 publications

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“…Despite the benefits, buying companies face different challenges to implement SD, such as, purchasing policies that target supplier base consolidation (Krause et al ., 1999; Adobor and McMullen, 2007), obstacles to identifying MS, difficulties in setting objective measurement criteria (Edmondson et al ., 2008; Adobor and McMullen, 2014), lack of knowledge or access to diversity experts (Greer et al ., 2006), and even prejudice (Wu and Sirgy, 2014; Blount and Li, 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…SD comprises the purchase of goods and services from different MS: racial/ethnic-; woman- and disabled-owned suppliers (Adobor and McMullen, 2007; Blount and Li, 2021). An effective SD program should encompass supplier selection, supplier development and community impact (Greer et al ., 2006; Sordi et al ., 2022), as well as include dimensions of ethics, equity, transparency and inclusion (Blount and Li, 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…SD can reduce economic disparity between minority groups and large corporations (Adobor and McMullen, 2014), promote positive economic and social impacts (Sordi et al ., 2022) and allow greater diversity in the supply chain, as minority-owned suppliers (MS) are more likely to hire employees from the same group (Greer et al ., 2006). Previous research on SD has mainly adopted a socially responsible approach.…”

Section: Introductionmentioning

confidence: 99%

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Supplier diversity for socially responsible purchasing: an empirical investigation in Brazil

Miguel

Tonelli²

2022

IJPDLM

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PurposeBased on a critical lens, this paper aims to empirically evaluate the adoption of programs to buy from minority suppliers (MS) and their outcomes in Brazil, considering a multi-stakeholder approach (buying companies, suppliers and third parties).Design/methodology/approachThe data were collected via an exploratory survey involving 109 buying companies and two case studies with 21 in-depth interviews.FindingsIt was revealed that supplier diversity (SD) in Brazil is still developing, and is more rhetoric than a practice promoting real change. The current traditional procurement mindset, the role of third parties, and the focus on supplier selection, rather than on supplier development prevents a social impact that could reduce inequality between MS and their counterparts.Originality/valuePrevious studies were focused on buying companies' perspective in advanced countries that have clear regulation for SD. By exploring the phenomenon in a country with great economic disparities and no regulation, and using a critical lens, this study highlights the difference between desired and effective implementation of social initiatives that promote inclusiveness.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Supplier diversity for socially responsible purchasing: an empirical investigation in Brazil

Miguel

Tonelli²

2022

IJPDLM

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“…Because HRD practitioners are often the organizational advocates for workplace diversity and equity (Greer, Maltbia, & Scott, 2006;Torraco, 2005), the apparent scant attention to diversity in the HRD curriculum is of concern. To be prepared for their future responsibilities, HRD graduates must have a solid grasp of diversity issues and the requisite skills to help build and sustain successful diversity initiatives that go beyond training.…”

Section: Hrd's Connection To Diversity Educationmentioning

confidence: 99%

Perspectives on HRD and Diversity Education

Hite

McDonald

2010

Advances in Developing Human Resources

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The quotation by Cohn and Mullennix that begins this article is also an apt beginning for this issue. Globalization and workforce demographics have made diversity an organizational concern. In response, organizations typically have made diversity work a human resource development (HRD) responsibility, because diversity initiatives fit traditional HRD functions of training and development, career development, and organization development. So the question arises, What are we doing to prepare our students not only to live and work in a diverse world but also to contribute to building more inclusive systems as HRD scholars and practitioners? An answer we propose is to include diversity in graduate and undergraduate programs that teach HRD.

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“…A supply diversity program is often driven by the company's social responsibility to diffuse economic disparity between minority business enterprises (MBEs) and their majority counterparts (Greer et al , 2006). Also, the supplier diversity program is known to bring numerous economic benefits to the company and consequently enhance its competitive advantages by broadening its supplier bases and strengthening strategic partnerships with diverse suppliers (Adobor and McMullen, 2007).…”

Section: Essentials Of the Supplier Diversity Programmentioning

confidence: 99%

The best‐practice supplier diversity program at Caterpillar

Min

2009

Supply Chain Management: An International Journal

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Purpose -The purpose of this paper is to profile the successful implementation of a corporate-wide supplier diversity program utilized by Caterpillar, Inc., one of the Fortune 500 companies. Caterpillar's supplier diversity program can be a blue-print for other companies which would like to accomplish the corporate mission of promoting the free enterprise system by prohibiting restraints of trade, unfair practices, reciprocity, or abuse of economic power. Design/methodology/approach -To comply with stricter government regulations demanding a diverse supplier base and match a supplier base to changing customer demographics, a growing number of purchasing organizations have launched supplier diversity programs. Despite such a trend and abundant theory about the supplier diversity program, there is a paucity of case-based research that can explain what it takes to become a supplier diversity champion. To fill the void left by previous studies, the paper conducted an in-depth analysis of Capterpillar's best-practices and unearthed its secret behind the success. Findings -Through Caterpillar's case, it was found that a supplier diversity program could not only help save sourcing cost, but also enhance quality at the source. Thus, it offers long-term competitive advantages. Also, a key to the successful supplier diversity program is the buying firm's ability to adapt to new cultural change that breaks the ties with "good old boys networks". Originality/value -The paper elaborated on six different strategic initiatives that provided equal contractual opportunity to historically underutilized but qualified suppliers such as small, small disadvantaged, or women-owned small businesses and leveraged such opportunity to create a strategic sourcing advantage. Other organizations that wish to develop supplier diversity programs may consider these strategic initiatives and emulate Caterpillar's success.

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Supplier diversity: A missing link in human resource development

Cited by 14 publications

References 9 publications

Supplier diversity for socially responsible purchasing: an empirical investigation in Brazil

Supplier diversity for socially responsible purchasing: an empirical investigation in Brazil

Perspectives on HRD and Diversity Education

The best‐practice supplier diversity program at Caterpillar

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